Global Human Resource Management Casebook

Liza Castro Christiansen is a Visiting Senior Fellow at Henley Business School, University of Reading, United Kingdom.Michal Biron is an Associate Professor and Head of the MBA program at the School of Business Administration, University of Haifa, Israel.Pawan Budhwar is Professor and Associate Deputy Vice Chancellor International, Aston Business School, Aston University, Birmingham, United Kingdom.Brian Harney is a Professor at DCU Business School, Dublin City University, Ireland.

• List of Illustrations Contributor BiographiesForewordPreface Acknowledgments Part I: Western Europe 1 Austria: Talent Development at McDonald’s Austria: A Compromise between Local Demands and Global Standards 2 France: NEWMOTOR: An HR Policy to Develop New Skills at a French Company in the Aeronautics Industry 3 Germany: Talent Development in Complex and Dynamic Environments: New Approaches in the Context of the German Business System 4 Switzerland: Flexible Work Aligned with Organizational Culture: Choice with Responsibility at Novartis Part II: Scandinavia 5 Denmark: Toward a More Inclusive Approach to Developing Talent 6 Finland: Look Who’s Talking: Implementing Corporate Diversity and Inclusiveness Practices in Finland 7 Iceland: The Integration of HRM Practices in a Global Company: Acquisitions at Marel, Iceland Part III: Central and Eastern Europe 8 Hungary: An American Transnational MNC in Hungary: Past, Present, and Future of HRM Evolution9 Lithuania: Devbridge Lithuania: The War for IT Talents 10 Poland: Informal Employee Motivation, Rewards, and Flexible Management in a Dynamic SME Environment in Poland 11 Romania: Dealing with Employee Turnover at Fomco Group, a Successful Family Business from Romania 12 Russia: Okskaya Shipyard: Employee Retention 13 Slovakia: International Human Resource Management within the European Textile Industry Part IV: Mediterranean, Middle East, and Africa 14 Botswana: Diversity Management in an Institution of Higher Education in Botswana 15 Cyprus: People Management in Academia: Anna-Maria Harilaou’s HRM Concerns 16 Greece: What Can HRM Do for Me? HRM as a Business Development Function in a Technology SME 17 Israel: Redesigning the Production Floor and Reward System in a Food Production Company: HRM Considerations 18 Italy: Human Resource Management in Italian Family-Owned SMEs: Sustaining the Competitive Advantage through B Corp Transformation 19 Saudi Arabia: Implementing the Localization Law Effectively: The Case of HMG in Saudi Arabia20 UAE: Improving Internal Service: Leveraging HRM to Drive Organizational Change Part V: Asia and the Pacific Rim 21 Australia: The Casual Employment Crisis at Australian Universities: What are the HRM Responsibilities? 22 India: Gender Diversity and Inclusion: Strategies and Practices at ICICI Bank23 Japan: The Quest of Pasona for Employees’ Work-Life Balance: Relocation of Headquarters from Tokyo to a Remote Island 24 Singapore: On Cheong’s Human Resource Legacy 25 South Korea: Selecting and Developing Senior Leaders at Company A 26 Thailand: HRM Practices for Managing Age-diverse Employees in the Workplace: A Case Study of a Global Thai Company Part VI: The Americas 27 Canada: La Vie en Rose: Globalization Challenges for Human Resources Management in a Canadian Lingerie Leader 28 Chile: Developing a New Organizational Culture at SꓘY Airline 29 Colombia: Sustainable Human Resources Management: Balancing Profitability and Talent Well-Being in an Insurance Company 30 Mexico: HRM Experiences from a Danish Firm in Mexico: “Changing” Mexican Culture 31 United States: What About Me? When Diversity, Equity, and Inclusion Efforts Result in Unintended Outcomes Index

“Human Resource Management (HRM) has become a global agenda. While there are differences by country, there are similar principles that apply worldwide. This outstanding set of cases demonstrates how 31 countries deal with the array of human capability (talent, leadership, organization, and HRM) issues that exist around the world. The cases offer relevant, specific, and compelling insights that will be useful for business and HRM leaders who want to deliver stakeholder value through human capability.”Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan; Partner, the RBL Group